Wednesday, October 04, 2006

The shortcomings of a bad strategy are usually painfully obvious -- at least in retrospect. But good strategies fail too, and when that happens, it's often harder to pinpoint the causes.

Yet despite the obvious importance of execution, relatively have focused on what kind of processes and leadership are best for turning a strategy into results. Experts who study strategy offer some tips for improving execution in this summarized article.

BOTTOMLINE:"One of the major barriers to achieving lasting excellence is how little formal effort organizations put into learning how to execute strategy. This capability is critical, because service offerings and product lines come and go, but the core competence to define and execute a strategy is forever." (page 34, Six Disciplines for Excellence.)